CHALLENGE. Develop a Disability Management Program that enhances the Safety and Health of all employees and diminishes the impact of injury, accident, illness and absence on the employee and the Company. STAKEHOLDERS. The injured/ill employeesEmployersHealth Care and Rehab (Physio, Chiro, MD, Specialists, Midwives, Massage Therapists, etc.) Company Disability Management RepresentativeBenefit carriers, eg. Insurance Provider, WCB, MPI, E.I.Return To Work CommitteeH
1. 2008 DISABILITY MANAGEMENT PROGRAMS WELCOME
2. CHALLENGE Develop a Disability Management Program that enhances the Safety and Health of all employees and diminishes the impact of injury, accident, illness and absence on the employee and the Company
3. STAKEHOLDERS The injured/ill employees
Health Care and Rehab (Physio, Chiro, MD, Specialists, Midwives, Massage Therapists, etc.)
Company Disability Management Representative
Benefit carriers, eg. Insurance Provider, WCB, MPI, E.I.
Return To Work Committee
H&S Committee representative
4. OBJECTIVES Increase Company involvement and assistance in the return to work of the injured/ill employee
Improve Company competitiveness
Reduce incidence of absence and absenteeism within the workplace
Decrease risk and magnitude of injury/illness
Reduced duration of injury/illness
Promotion of early intervention and prevention initiatives
5. OBJECTIVES Improved Company communication with external health care providers / stakeholders
Ensure full compliance with WCB and human rights legislation and regulations
Promotion of greater interaction and collaboration with the employees
Facilitate direct employee involvement in the rehabilitation and return to work processes
6. FUNCTION OF DISABILITY MANAGEMENT Return an employee to their original job or a similar job
Identify other job options
Identify alternatives, including training
7. PROCEDURES Inform all employees/supervisors of policy and procedures of Disability Management Program
Disability Management activities are initiated immediately upon notification
Physical Capabilities Analysis is an essential component of the disability management program
Initiate claims promptly to expedite benefits
Inform employees of their responsibilities
Work as the employee’s advocate
8. PROCEDURES Disability Manager maintains regular contact with employee, supervisor, health care providers and other stakeholders
Monitor progress and facilitate Return To Work
Determine suitable job modification or accommodation if required
- Part time, changes in job assignment, shift, equipment, etc.
Employee’s active participation and cooperation is essential to successful rehabilitation and will ensure uninterrupted benefits
9. GUIDELINE FOR MODIFIED DUTY/RETURN TO WORK The goal is to make every reasonable effort to provide suitable alternate employment to an employee who is unable to perform their normal duties as a consequence of non occupational or occupational illness or injury. The objective is to return the employee to meaningful employment in some capacity.
10. SUCCESS DEPENDS ON
11. Can’t Do vs. Can Do CULTURE CHANGE Culture change includes not only changing the way organizations approach S&H but also the way they administer and manage employees in these situations
Employers must also work to support ill/injured employees with regard to expediting benefits/RTW as well as their overall well being.
Some employees who become ill/injured believed they are entitled to remain at home. Benefit/medical providers do not agree with this, neither should employers.
Disability Management involves all stakeholders.
12. MEASURABLES LOST TIME INJURIES / DAYS
BENEFITS PROVIDER EXPERIENCE STATEMENT
NOTICE BOARDS INDICATING DAYS WORKED SINCE LAST LTI
INSURANCE PREMIUM COSTS
PROFIT SHARING IMPACT
13. RECOMMENDATIONS IMPLEMENT FORMAL DISABILITY MANAGEMENT PROGRAM
INCLUDE NON-OCCUPATIONAL ILLNESS/INJURY
DEVELOP CO-OPERATION BETWEEN BENEFIT PROVIDERS, EMPLOYEES AND INDUSTRY
14. ESTABLISHED ADMINISTRATIVE GUIDELINES Employee responsibilities in the event of an injury at work
Supervisor responsibilities in the event of an injury at work
Employee responsibilities for employee absences
Supervisor responsibilities for employee absences
Physical Capabilities Analysis form
15. THE S.A.F.E. GROUP HOW DID WE GET STARTED
May 2003, Monarch Industries had implemented a Disability Management Program in their facilities and wanted to share their success with others.
They had recognized that one of the “road blocks” they experienced was communicating with health care professionals.
16. THE S.A.F.E. GROUP HOW DID WE GET STARTED In September 2003, Monarch invited 7 companies to participate in general safety discussion as it relates to the employer.
The intent of these discussions was to share best practices and create support for communication with health care providers.
All companies responded positively, feeling that these discussions would be beneficial for everyone.
17. COMMUNICATION In April 2004, the S.A.F.E. Group met with the RHA practitioners to discuss our goals and objectives.
Reducing Lost Time Days through proper claims management and communication.
Implementation of standard PCA form, which is now used by all 8 companies and the RHA practitioners.
18. S.A.F.E. GROUP MEMBERS Acrylon Plastics Winkler 60 employees
Buhler Manufacturing Morden 150 employees
Triple E RV Winkler 250 employees
Meridian Industries Winkler 240 employees
Westfield Industries Rosenort 260 employees
Decor Cabinets Morden 390 employees
Lode-King Winkler 250 employees
Monarch Industries Winkler 240 employees
REPRESENTING OVER 1800 EMPLOYEES
19. THE S.A.F.E EXPERIENCE SUMMARIZING INDIVIDUAL COMPANIES ACHIEVEMENTS
20. Monarch Industries Disability Management Program, Total LTI’s 2004 Winnipeg = 19 Increase from 2003 = 5.5%
Winkler = 23 Reduction from 2003 = 46.5%
Overall = 42 Reduction = 31%
2003 to 2004 LTD reduction 74%
2003 - 988, 2004 – 258
21. Monarch Industries 2006 FOCUS Accident Prevention Continued incident reporting and follow up
Job Hazard Analysis
Promote Safety Awareness
Reward accident free periods
Reward LTI free periods
Ongoing training of Health and Safety Committee members and supervisors
22. Monarch Industries 2006 GOALS Minimum 50% reduction in LTI’s
Continued pro-active Disability Management Program
Continued support from supervisors
Continued education and feedback to employees
Continued assistance from WCB and WS&H
Revisit doctors in Winkler
Involve the local business/manufacturing community and share best practices regarding Safety and Health
23. DECOR CABINETS The PCA has been a positive tool in assisting with the Disability Management Program.
Staff at all levels of Decor Cabinets has seen an improvement in assessing and responding to all injuries by taking a proactive approach in Disability Management.
Early intervention methods have now also been introduced.This allows immediate accommodation and treatment to occur.
24. Decor Cabinets YTD Total Days Lost reduced by 73% since initiating this program in 2004.
25. DECOR CABINETS Total days loss per employee over total employees has decreased substantially.
27. WCB SUPPORT
28. THE S.A.F.E. EXPERIENCE “The program has been a positive influence here at Buhler”
“We appreciate the acceptance within the health care community of modified duties”
“The health care community seems to appreciate working with one system that includes many companies.”
29. THE S.A.F.E. EXPERIENCE “The education process has been useful in maintaining a consistent reporting process as well as allowing the health care professionals the ability to train, endorse and support the RTW process.”
“The PCA has proven to be a valuable tool to health care providers, employees and industry.”
30. THE S.A.F.E. EXPERIENCE WCB and WS&H recognize the value of the S.A.F.E. Group as it relates to the entire community.
Dr. Booy, “What a positive influence in the community. You’re the talk of the town.”
All 8 companies involved have seen improvements in Health and Safety
31. THANK YOU FOR SHARING YOUR VALUABLE TIME WITH US TODAY QUESTIONS?